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Reinsurance Structures and Pricing Pro-Rata Treaties

Reinsurance Structures and Pricing Pro-Rata Treaties. CARe Pricing Boot Camp August 10, 2009 Daniel Kamen, FCAS, MAAA Vice President Allied World Reinsurance Company. Types of Reinsurance. Quota Share (Q/S) Excess of Loss (XOL) Combo: Q/S & XOL Other. Q/S. ‘Straight’ Q/S Variable Q/S.

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Reinsurance Structures and Pricing Pro-Rata Treaties

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  1. Reinsurance Structures and Pricing Pro-Rata Treaties CARe Pricing Boot Camp August 10, 2009 Daniel Kamen, FCAS, MAAA Vice President Allied World Reinsurance Company

  2. Types of Reinsurance • Quota Share (Q/S) • Excess of Loss (XOL) • Combo: Q/S & XOL • Other

  3. Q/S • ‘Straight’ Q/S • Variable Q/S

  4. ‘Straight’ Q/S Example  70% Ceded28% Ceding CommissionCedant’s Total Underlying Expenses are 25%

  5. Types of XOL • Per Claim • Per Occurrence • Per Policy • Per Risk • Combination

  6. XOL – Premium Determination • Rate • Cessions Rated • ILFs • Cession Factors • Pricing of Each Policy

  7. Combo Structure • Vertical • Horizontal

  8. Combo Structure: Vertical • Underlying Q/S • XOL Layers on Top Example: • 1M Q/S • 4M xs 1M • 5M xs 5M

  9. Combo Structure: Horizontal • Allocate/Prorate a Policy/Limit • Each Piece would be subject to different treaties Example: • Allocate a 10M policy limit on a 60/40 basis • 60% Allocation  6M Q/S • 40% Allocation  3M xs 1M XOL *** *** This part is equivalent to 40% of a 7.5M xs 2.5M on a ground-up basis.

  10. Other Types of Reinsurance Example  Aggregate Stop Loss

  11. Motivations for Purchasing Reinsurance • Limiting Liability [on specific risks] • Stabilization / Smoothing of Results • Catastrophe Protection • Increase Capacity / Surplus Relief • Arbitrage of Results / Profit Enterprise • Items 1) – 4) are attributed to RAA|Reference (RAA Fundamentals of Property Casualty Reinsurance). • Item 5) is attributed to the speaker.

  12. Key Calculation On-Leveled, Trended, & Developed LOSS RATIO ** For The Prospective Treaty Structure**

  13. On-Leveling Premium • Essentially Same as in Primary Pricing Analysis • Rate Changes (NOT PREMIUM CHANGES) • Exposure Trend

  14. Components of Rate Changes (1) • Base Rate Changes • LCM Changes • ILF Changes • Schedule Mod Changes

  15. Components of Rate Changes (2) • Renewal Rate Monitor • Monitoring of New Business • Deviation from ‘Manual’ • Comparison to Rates Charged on Renewals

  16. Losses • Essentially Same as in Primary Pricing Analysis • Develop Losses to Ultimate • Trend Losses from Average Accident in Experience Period to Average Accident Date in Treaty Period

  17. Premium and Losses – Types of Data • Experience Period • Policy Year • Accident Year • Treaty Period • Risks Attaching • Losses Occurring • Experience Period and Treaty Period  12 Month Block • 1/1 – 12/31 • Other (e.g., 4/1 – 3/31, 9/1 – 8/31, etc.)

  18. Mix of Business Changes • Subdivide Historical Experience into Relevant Homogeneous Segments (e.g., by state, class, business unit, etc.) • Project Loss Ratios for each Segment • Weight Projections on Prospective Treaty Year Premium

  19. Responsiveness vs. Stability • Not an Exact Science • Need to Consider the Following: • Premium Volume by Year • Magnitude of the LDFs • Limits and Attachment Points of the Business • Any Changes in the Book (with respect to the items above, other types of mix changes, and changes in management) • Quality of the Information

  20. Catastrophes and Large Losses • Two Potential Situations • No Catastrophes or Abnormally Large Losses [Relative to the Limit] Have Occurred in the Experience Period • Catastrophes or Large Losses Occurred During the Experience Period

  21. Large Loss Load Procedure • Limit Large Losses or Remove Cats from the Experience (if they are present) • Model the Load • For Property Cat business, use one of the Cat Models (e.g., RMS). • For Other Lines, Model it via an Exposure Rating Model • Compare Experience Load to Modeled Load and Make a Selection

  22. Start-ups and Limited Data Potential Items to Assess: • Analyze Experience from Management’s Former Company • Assess Rating Plan and Rating Factors as well as their Business Plan • Compare Rates to Similar Companies • Assess Pricing via an Audit *** For items 1) and 3), any comparison to another company should make an attempt to convert the benchmark company to an apples-to-apples basis (with respect to rate level, class mix, etc.).

  23. Start-ups: Other Considerations • Current State of the Underwriting Cycle • Business Plan vs. Realistic Likelihood of Success • Amount of Risk Being Retained by Cedant • Number and Size of Competitors • Ability/Plan to Obtain Business from Competitors Other Than Based on Price

  24. Final Thoughts • Prior to Pricing Analysis, Make Sure Deal Makes Sense From an Underwriting Perspective • Make Sure You Understand the Structure • Make Sure All of the Data is Clear and Complete; If Not, Make the Necessary Requests • Compare Your Projections to Other Similar Treaties; If the Results Differ Significantly, Make Sure You Understand Why

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